“Different Motivations for Different Generations of Workers: Boomers, Gen X, Millennials, and Gen Z,” Inc.“Baby Boomers Retire,” Pew Research Center.“9 Baby-Boomer Statistics That Will Blow You Away,” The Motley Fool.“Labor Force Composition by Generation” infographic, Pew Research Center.Bea Bourne, “Phenomenological Study of Generational Response to Organizational Change” (doctoral dissertation, University of Phoenix, 2009).(12) 84% of Gen Z expects their employer to provide formal training.(11) 40% of Gen Z wants to interact with their boss daily or several times each day.Worldview: Self-identifying as digital device addicts valuing independence and individuality preferring to work with millennial managers, innovative coworkers, and new technologiesĮmployers should: Offer opportunities to work on multiple projects at the same time provide work-life balance allow them to be self-directed and independent Motivated by: Diversity, personalization, individuality, creativityĬommunication style: IMs, texts, social media Shaped by: Life after 9/11, the Great Recession, access to technology from a young age Global, entrepreneurial, progressive, less focused (10) About 15% of millennials age 25–35 live at home with their parents.(9) By 2025, millennials will comprise 75% of the global workforce.Worldview: Seeking challenge, growth, and development a fun work life and work-life balance likely to leave an organization if they don't like changeĮmployers should: Get to know them personally manage by results be flexible on their schedule and work assignments provide immediate feedback Motivated by: Responsibility, the quality of their manager, unique work experiencesĬommunication style: IMs, texts, and email (8) Gen Xers will outnumber baby boomers by 2028Ĭompetitive, civic-minded, open-minded on diversity, achievement-oriented.(7) Gen Xers make up the highest percentage of startup founders at 55%.Worldview: Favoring diversity quick to move on if their employer fails to meet their needs resistant to change at work if it affects their personal livesĮmployers should: Give them immediate feedback provide flexible work arrangements and work-life balance extend opportunities for personal development Motivated by: Diversity, work-life balance, their personal-professional interests rather than the company's interests ![]() Shaped by: The AIDs epidemic, the fall of the Berlin Wall, the dot-com boom (6) 10,000 baby boomers reach retirement age every dayįlexible, informal, skeptical, independent.(5) 65% of baby boomers plan to work past age 65.Worldview: Achievement comes after paying one’s dues sacrifice for successĮmployers should: Provide them with specific goals and deadlines put them in mentor roles offer coaching-style feedback ![]() Motivated by: Company loyalty, teamwork, dutyĬommunication style: Whatever is most efficient, including phone calls and face to face Shaped by: The Vietnam War, civil rights movement, Watergate Optimistic, competitive, workaholic, team-oriented Worldview: Obedience over individualism age equals seniority advancing through the hierarchyĮmployers should: Provide satisfying work and opportunities to contribute emphasize stability Baby Boomers Motivated by: Respect, recognition, providing long-term value to the companyĬommunication style: Personal touch, handwritten notes instead of email Shaped by: The Great Depression, World War II, radio and movies ![]() Learn how to adjust to a multigenerational workforce.ĭependable, straightforward, tactful, loyal One size doesn’t fit all when it comes to today’s workforce-five generations of workers means five approaches to work. Generational Differences in the Workplace Content Learn how to manage different generations at work. With this information, managers and HR executives can develop multigenerational strategies in recruitment, orientation, talent management, retention, and succession planning. How to best motivate and manage workers from each generation.The significant historical events that shaped each generation.How today’s talent stacks up by generation, including their defining values, beliefs, and worldviews.In this infographic, she shares her research regarding: Bourne is an expert on generational differences and generational response to organizational change. Bea Bourne, DM, faculty member in the School of Business and Information Technology at Purdue Global. That’s precisely what this infographic is about. What kinds of challenges does this present for today’s employers? How do generational workforce differences affect our ability to manage people effectively? And what are the traits, beliefs, and life experiences that mark each generation, influencing how they work, communicate, and respond to change? For the first time in history, there are five generations in the workplace.
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